Project management
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Summary Level Budget:
| Administrative Costs: | 375,000 |
| Capital or Development Costs: | 8,431,000 |
| Recurrent Costs: | 457,000 |
| Bidding and Inspection Costs: | 62,000 |
| Contingency costs | 675,000 |
| Total | 10,000,000 |
Detailed Budget:
| Administrative Costs: | ||
| Administrative costs (Central) | 275,000 | |
| Administrative costs (Direct) | 100,000 | 375,000 |
| Capital or Development Costs: | ||
| Conceptual design | 300,000 | |
| Purchase of land | 600,000 | |
| Underground utilities installed | 700,000 | |
| Foundations | 1,100,000 | |
| Ground breaking and earthworks | 125,000 | |
| Exterior walls erected | 809,000 | |
| Interior walls erected | 972,000 | |
| Plumbing installed | 1,100,000 | |
| Roof installed | 800,000 | |
| Electric wiring installed | 1,100,000 | |
| HVAC installed | 700,000 | |
| Paint and final finishes | 125,000 | 8,431,000 |
| Recurrent Costs: | ||
| Install furniture | 10,000 | |
| Furniture (Light and Heavy assisted unit) | 400,000 | |
| Review and approval of facility design | 47,000 | 457,000 |
| Bidding and Inspection Costs: | ||
| Bid furniture | 2,000 | |
| Construction bid advertised and bids submitted | 2,000 | |
| Construction bid preparation | 12,500 | |
| Construction bids reviewed and contract awarded | 20,500 | |
| Final inspecting and approval | 25,000 | 62,000 |
| Contingency | 675,000 | |
| Total | 10,000,000 |
St. Dimas Assisted Living Facility will employ Results-based approaches (programs) that are defined using the fundamental concepts of the results chain – also known as the logical framework. In this framework, inputs are used in carrying out activities in order to produce outputs and thereby achieve outcomes. St. Dimas Assisted Living Facility Results-based approaches will bring together expenditures with a shared objective, the core of which is a common outcome which those expenditures are intended to achieve. Thus, for example, a preventive health program – internal to the facility, brings together a diverse range of outputs all of which aim at the outcome of the prevention of disease and injury. These outputs might include anti-diabetes television ads; antismoking pamphlets distributed in public health facilities.
St. Dimas Assisted Living Facility result based budget concepts are groups of outputs. This means grouping together all the activities that individually contribute to a particular intended common outcome. St. Dimas Assisted Living Facility could adopt a vocational educational program for some of the beneficiaries’ children that would offer a vehicle bringing together vocational educational benchmarks (public assistance for small businesses and formal training). It is hoped this will down the road bring will guarantee the facility quality labor for the economy (the by-product).
It is possible for result-based budgets to include outputs in addition to specific transfer payments that were incurred in pursuit of St. Dimas Assisted Living Facility objectives. The outcomes herded together under a particular umbrella have the desired outcome as a common characteristic in addition to the desired avenue or specific focus group. A result-based budget will thus define a group of unique St. Dimas Assisted Living Facility outcomes and or transfer payments that show a clear common preplanned and pursued outcome together. This is assumed to happen within the confines of a group exhibiting common characteristic like a single target client group.
Within the budgeting system of St. Dimas Assisted Living Facility, subprograms will also be result based. St. Dimas Assisted Living Facility subprograms will be those that represent increasingly growing disaggregated groupings of outcomes within the parameters. Within St. Dimas Assisted Living Facility a preventive health program would bring together a very diverse and wide variety of services and programs targeted at preventive health. As a result of this, subprograms will organize the services into a few specific types.
Why chose result-based budgeting as opposed to activity-based budgeting?
The choice between result-based budget and an activity-based budget is based on value attached to outcomes and processes. In this case, an outcome will include a service or good that is delivered by St. Dimas Assisted Living Facility to an external party, whereas an activity is a specific type of work process performed in the production of an outcome.
Getting classification becomes critical since great care must be employed to avoid incidences where activity-based programs could be mistaken with results-based programs. At St. Dimas Assisted Living Facility distinguishing between the outcomes and processes will be deemed achieved if the services offered between ministries – training human capital from a department, are seen as processes rather than outcomes. Within the confines of St. Dimas Assisted Living Facility, shared common services – support services, will be considered as outcomes since they also cater to internal rather that an external stakeholders.
The logic of insisting that support services are not outputs can be seen more clearly if we remind ourselves that an “output” is the equivalent of a private sector company’s “product.” In the private sector context, where products are sold to customers, the distinction between products and support services is very clear.
For St. Dimas Assisted Living Facility, the inclusion of a budget item will be a clear indication that the support program. A support program will cover all St. Dimas Assisted Living Facility support services. Despite championing for a result-based budget, the program structure does adopt an activity-based approach. Despite opposition, it is now the common practice world-over to treat support programs as significant when classifying the program with increasing support for the adoption of this strategy. This confirms that support programs are not components in a result-based budget. However, under GAPP, support programs are exempted thus they should be considered as result-based.
To keep these exceptions to the minimum, and to avoid unnecessary or even wholesale departures from the principle of results-based budgeting, it is crucial to explicitly recognize these distinctions and to be clear about why they are necessary. It is important to remember in result-based budgeting, Programs and subprograms should to the maximum possible extent be results-based, grouping together outputs with a common intended outcome. This principle should be departed from only in specific cases with clear justification.
References
Anderson, L. O., & Forest Products Laboratory (U.S.). (2002). Wood-frame house construction. New York ; Hong Kong: Books for Buisiness.
Hardy-Vallee, B (2012) The Cost of Bad Project Management retrieved December 15 2014 from http://www.gallup.com/businessjournal/152429/cost-bad-project-management.aspx
Heldman, K. (2011). Project management jumpstart. Hoboken, NJ: Wiley.
Lu, W., Zhang, L & Pan, J (2014) Identification and Analyses of Hidden Transactions Costs in Project Dispute Resolutions, International Journal o f Project Management, Vol. 13, No. 1, pp. 25-52
Schwalbe, K. (2009). Introduction to project management. Boston, Mass: Course Technology.
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